Program process monitoring is a systematic and continual documentation of key aspects of performance
STUDENT 1: Danique
Program process monitoring is a “systematic and continual documentation of key aspects of performance”. It is here that the manager must asses the outcomes, what was intended and the reality of the impact. In the evaluative process questions of appropriateness, adequacy, sufficiency, satisfactory, reasonableness and intent should be used to set the judging criteria. This needs to be done to monitor the expectations and classify the implicit from the actual outcomes. Process monitoring can be done at many different perspectives; evaluators, program managers, policy makers and stakeholders.
The key features of program validity and feasibility is the relevancy of the outcome or information collected. The results can be one dimensional or multi-dimensional the importance of the information depends on the evaluator and what is relative to the objective of the program and their ideal outcome. Validity can be tested with standardized tests, test-retests (twice under circumstances). There are no “hard and fast rules” about acceptable levels of reliability. The value and measurement rely on the outcome and the meaningfulness to the program. Feasibility is reliant of the access of all tools of measurement and whether all will be available to conduct the testing. The testing can be done in terms of observations, records, responses to interviews & questionnaires, standardized tests, physical measurements and any other structured testing measure created by the administrators. I would offer a key aspect of validity is having set parameters and ensuring what is being measured is what is intended to be measures.
The terms reliability and validity at times appeared to be the same thing however the difference is repetition in reliability in that it produces the same results in time. In difference validity measures intent from start, and reliability is the outcome.
STUDENT2: William
Good Day,
Progress monitor is a critical step in the contracting/acquisition process that is often not given the appropriate attention to detail. It is usually followed in the pre-award phases of a contract, but not so well in the post-award phases in my experience. In my office we do cradle-to-grave contract management and the staff have a good understanding of progress monitoring. Failure to effectively and efficiently monitoring progress can lead to major problems in cost, time, risk, quality and other areas. I am currently working on a multi-million-dollar requirement that is being terminated, but going to cost the government a substantial amount of money partly because of progress monitoring. Progress monitoring provides the program manager and stakeholders the status of a program at established milestones. The North Carolina Training Consortium article stating, “Managing a project effectively means: thinking before acting, identifying and dealing with potential problems before they occur, and constantly monitoring to determine whether your actions are achieving their desired results” provides a good summarization of progress monitoring. Managing a project is a team effort and should not be done in a vacuum by the program manager. Monitoring progress is important to manage variances between the program
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